These can't be easy times for human-resources executives. A weak economy makes it hard to promote or reward employees. Though unemployment is high, companies say they are strapped when it comes to finding qualified people for specialized tasks.

With that in mind, we asked HR executives across industries this question: "What is your biggest challenge in terms of human resources, and what are you doing to address it?" Here's what they had to say:

Attracting Technical Talent

Although the nation's jobless rate remains high at 9.1%, demand for technical workers such as engineers continues to outpace supply at many companies. To attract top tech talent, some HR departments are taking their pitches to the classroom.

To increase the number of students graduating with the skills it needs, SAS Institute Inc., a software company in Cary, N.C., helped create a master's program in analytics at nearby North Carolina State University through initial funding and curriculum guidance. Several SAS employees serve on the executive board that oversees the program.

"We're trying to be very proactive in helping universities understand that this is a skill set that is needed," says Jenn Mann, vice president, human resources at SAS, which is working with other universities to start similar programs. SAS also sponsors a robust global intern program and may have as many as 300 college interns working at the company at any given time.

Natural-gas and oil producer Chesapeake Energy Corp.CHK-3.46%, meanwhile, sees the military as a good breeding ground for tech talent. The Oklahoma City-based company seeks out military veterans "for their character, values and ethics, not necessarily industry-related experience," says Martha Burger, senior vice president, human and corporate resources. Chesapeake hires veterans as drilling and reservoir engineers, facilities engineers and business analysts, and provides them with extensive training.

Controlling Your Brand

HR professionals say managing a company's image has become ever more challenging—and important—in the age of the Internet. Job candidates can easily use the Web to check out a company's financials, culture or even the boss before deciding to take a job, and they are doing so in increasing numbers, according to Steve Cadigan, vice president of talent at business-networking site LinkedIn Corp.

Recognizing the importance of controlling its brand, LinkedIn late last year designated a small team to focus on providing prospective employees with a look at what it's like to work at the Mountain View, Calif., company. The team uses open houses, blogs and video testimonials from current employees to provide information to candidates. In August, LinkedIn invited interns working in the Bay area and students at nearby colleges to its headquarters to participate in a computer-programming event. The idea was to give them a taste of LinkedIn's culture firsthand, says Mr. Cadigan.

Keeping Up Communication

To better connect with younger workers, many companies are increasing their presence on social-media platforms.

In addition to using sites like Facebook and LinkedIn to connect with potential recruits, accounting firm Ernst & Young LLP recently created a Facebook page called Ernst & Young Connects, where more than 5,400 employees can share experiences and opinions about things such as the intern program, the chairman's values or updates from the managing partner.

"Half of our population is younger than 30 years old, and we have to be very cognizant of what the younger people want and need from a career and workplace," says Nancy Altobello, Americas vice chairwoman of people at the New York-based firm.

Chesapeake Energy, meanwhile, posts videos on YouTube about how to get a job, avoid résumé mistakes and how long it typically takes to hear about a position at Chesapeake.

Creating Opportunities

When times are tough, it can be a challenge to keep employees engaged. Many companies are trying to boost internal opportunities, so workers feel they aren't stuck.

Office products-and-services company Office Depot ODP0.25%Inc. is focusing on career-progression programs that encourage employees to switch departments at appropriate times to broaden their skills. Finance employees, for example, may be urged to spend time working in marketing or merchandise, and marketing employees may be encouraged to get sales or supply-chain experience. Even associates can move around, so they don't have to leave the company to develop other skills, says Michael Allison, executive vice president of human resources.

Energy-delivery company Pepco Holdings Inc. gives employees a chance to gain leadership and critical-thinking skills through its PHI Change Network. Under the program, certain employees are designated as "change agents," and their job is to help colleagues understand new technology and other advances that are changing the industry, says Ernest Jenkins, vice president, people strategy and human resources.

Hilton Worldwide, meanwhile, is building an internal university with courses from the University of Pennsylvania's Wharton School, Harvard University and Cornell University. "We try to bring that curriculum to our team members and let them leverage it to help steer their own career," says Matt Schuyler, chief human resources officer. ﻿CAKE0.00%

Seeking More Referrals

Attracting top talent can be expensive and doesn't always result in a good hire. So some companies are emphasizing employee-referral programs. "If we're going to pay to hire, we'd want it to go to our people," says Ernst & Young's Ms. Altobello.

Over the past year, Ernst & Young has reinvigorated its employee-referral program, hoping to increase those hires to 50% of the total, up from 30% in the last fiscal year. While it has kept its bonus program the same—employees earn anywhere from $1,000 to $10,000—referrals tend to be better fits for the company, Ms. Altobello says, adding that they also arrive with a stronger sense of belonging.

Ms. Glazer is a Wall Street Journal staff reporter in New York. She can be reached at emily.glazer@wsj.com.

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